Valtori in 2025: Productivity developed in a positive direction

In 2025, the operations and financial performance of the Government ICT Centre Valtori were largely in line with plans. Cost recovery of operations was excellent.

Valtori annual report 2025

Valtori coordinated the T30 programme as part of the T2 initiative launched by the Ministry of Finance to address legislative reform needs.
In 2025, Valtori implemented a comprehensive reform of its operating models and organisational structure, which entered into force on 1 April 2025. The aim of the reform was to strengthen Valtori-level operations and to improve internal efficiency and interoperability. Employee satisfaction at Valtori remained at a good level.

The Valtori productivity project was continued in a determined manner, and the cost-saving target set for 2025 (EUR 30 million) was achieved. The productivity project will continue until 2029. Additional targets set in spring 2025 increase the overall savings target for the Government’s shared ICT services to EUR 68 million by 2029.
The results of customer satisfaction surveys remained at a good level across decision-makers, ICT contact persons and end users alike. Based on the customer satisfaction survey, customers’ satisfaction with Valtori’s service development and project delivery are key focus areas for further development.

Financial performance in 2025

Valtori recorded a surplus of EUR 1.3 million in 2025, against a target of a break-even result. The surplus increased by EUR 0.5 million compared to the previous year (2024 actual: EUR 0.8 million). The surplus decreased in Tori operations and increased in Tuve operations.

Cost recovery of operations – i.e. the balance between revenues and costs – was excellent at 100.3%. Cost recovery was also at a good level in both operating segments.

Revenue amounted to approximately EUR 472 million, representing a decrease of just over EUR 15 million (–3.1%) compared to the previous year. Billing decreased for the first time in Valtori’s history, marking a significant change from the growth seen in earlier years. Revenues declined at an even pace in both the Tori and Tuve service environments, by approximately 3%. The decline amounted to around EUR 11 million in the Tori environment and EUR 4.4 million in Tuve.

The decrease in revenue was driven by price reductions implemented by Valtori and non-billed items, together accounting for approximately EUR 11 million, as well as a reduction in service volumes, particularly in the Tori service environment. This was related to the public administration productivity programme and the phasing out of services for Employment and Economic Development Centres (TE Centres). By service category, the largest decreases were seen in end-user device services, user support services, telecommunication services and communication technology services.

Summary of Valtori’s financial performance in 2025

The cost level was successfully reduced in line with the decline in revenue through broad-based productivity and cost-saving measures implemented across the organisation.

These measures covered service production, development and internal functions.

• External costs, including investments, decreased by EUR 11 million. The decrease was particularly evident in purchased services and rental costs. Lower procurement volumes were driven by, among other factors, reduced use of externally purchased expert services, declining service volumes, extended leasing periods and a reduction in office space.
• Personnel costs decreased by approximately EUR 1.4 million as a result of a reduction in full-time equivalents. The number of FTEs among Valtori’s own personnel decreased by approximately 4%, while externally sourced labour decreased by 32% (note: the reduction in external labour is reflected in external costs as a decrease in purchased services).
• Major service-related investments were lower than in the previous year. External costs related to service development were also lower than in 2024, as development was increasingly carried out using internal resources.
• Valtori’s own operational costs declined as a result of productivity measures, including cuts to the travel budget and reductions in office premises.
• Billing for customer projects and assignments decreased more sharply than billing for continuous services, by approximately 17% or EUR 5.6 million. Billing for continuous services declined by 2.1% in Tori services, while it increased by around 1% in Tuve services. Growth in Tuve services was explained, among other factors, by the onboarding of wellbeing services counties as customers and the introduction of separate secure environments. Otherwise, billing declined across most services.

Operational productivity developed in a positive direction. Labour productivity in standardised services increased by 7.3% from 2023 to 2025. Productivity improved in most key services, including infrastructure services, user support services and end-user device services. Productivity growth exceeded the performance agreement target by 3.3 percentage points (+83%).

The share of indirect costs of total costs decreased by 0.7 percentage points from 2024 to 2025, amounting to 11.9% in 2025. The decline was driven by productivity measures (including savings in travel, premises and internal development costs) as well as the release of provisions made in 2024 for unfinished matters (such as statutory change negotiations). However, the share of indirect costs exceeded the target set in the performance agreement by 0.7 percentage points (+6.2%).

Developments in service pricing reflect improvements in Valtori’s cost efficiency, as pricing is based on the principle of cost recovery, meaning that revenues equal costs. Price development is monitored using a price index covering Valtori’s 20 most significant standard services. The prices of these services decreased by 3.4% from 2023 to 2025. This decrease exceeded the performance agreement target by one percentage point (+42%). In 2025, price reductions totalled approximately EUR 5.1 million. When adjusted for inflation, real prices declined more than indicated by the calculation below.

A total of EUR 13.4 million was spent on service and internal development. Development costs accounted for 2.8% of Valtori’s total costs (2024: 2.7%). Compared to the previous year, development relied more on internal resources rather than externally purchased expert services. Key initiatives included cyber security, implementation of the service strategy and service portfolio, Target State 2030, and the development of cloud services.

Further information

Hanna Kuikka
Finance director
[email protected]